Brett Evolving Digital Leadership

How to Be a Digital Leader in Tomorrow's Disruptive World
1. Auflage 2018
ISBN: 978-1-4842-3606-2
Verlag: Apress
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 321 Seiten

Get ready to be an effective digital leader, influencer, disruptor, and catalyst for change in the digital world!
As a leader you need to constantly evolve to achieve sustained success. The world is being transformed by Digital. The pace of change is constantly accelerating and volatility and complexity are the new norms. Digital leaders are at the forefront of these waves of change, creating new markets and transforming traditional ones.
This book is a framework and set of tools that will help you develop a deep awareness of yourself, your teams, and your stakeholders. The powerful four-step process (designed to remain relevant over time) ensures that you are embracing adversity, driving disruption, and unlocking your full leadership potential.
What You'll LearnBe an influencer, disrupter, and catalyst for change in a disruptive world
Know five key career recommendations from 40 digital leaders with more than 400 years of combined experience
Use the four steps of the Unnatural Selection framework to facilitate your personal evolution and digital leadership success
Demystify what makes people tick using the Human Full Stack, which is a model analogous to the technical full stack, so that complex behaviors are easier to understand
Embody intentionality to avoid distractions and achieve what's important-your personal evolution, growing amazing teams, and influencing stakeholders
Who This Book Is For

Leaders who come from a technical background or are leading technical teams/organizations and want to be a part of building tomorrow's digital world



James Brett describes himself as a digital leader who is passionate about developing people and organizations to create a positive future for humanity. Ultimately, he is a geek at heart. At the age of 11, he learned to code, and at 18, he had replaced the engine in his first car. His curiosity about how things work and his knack for fixing things continued into his adult work life. James studied micro-electronics and computing at university, spent the next 10 years in software development, and more recently has focused over 10 years on leadership and coaching. As a technology expert, he leads strategic thinking from the board level through to team implementations, covering digital strategy, organizational transformation, and product development.  He holds a global perspective on digital, having lived in the USA, UK, China, and Australia, which allowed him to understand the complex cultural and market dynamics that impact technology and product delivery across continents. James is well-respected in the tech industry, and has presented at several agile/digital conferences globally. As the ThoughtWorks Transformation Practice Lead, he had the privilege to work alongside his mentor, agile thought leader Jim Highsmith, on the global rollout of Adaptive Leadership. This started James down a path of 'finding a better way' for teams and organizations. James is a certified Leadership Agility Coach, Integrative Enneagram Coach, NLP Master Practitioner, and Holacracy Practitioner. He leverages this unique combination of psychology and digital skills to grow high-performance teams, leaders and organizations. Ultimately, James wants to leave the world a better place for his children and our future generations, so it is no surprise that he donates his time to charities and not for profit organizations such as Redkite and Burn Bright. Outside of the office, you will find James enjoying time with his family, capturing photos, building and flying drones, or in his work shed constructing cubby houses.

Autoren/Hrsg.

Brett, James

Inhaltsverzeichnis

1;Contents;5
2;About the Author;7
3;Foreword;8
4;Acknowledgments;10
5;Part I: Digital Leadership;12
5.1;Chapter 1: Start Here;14
5.1.1;Our Journey;15
5.1.2;Yes, But…;16
5.1.3;This Book Isn’t an Agile Book;16
5.1.4;It Isn’t a Generic Leadership Book Either;16
5.1.5;How to Use This Book;17
5.1.5.1;Part I: Digital Leadership;17
5.1.5.2;Part II: Awareness;17
5.1.5.3;Part III: Intention;18
5.1.5.4;Part IV: Attention;18
5.1.5.5;Part V: Reflection;18
5.1.5.6;Self-Reflection Questions;18
5.2;Chapter 2: TL;DR: Too Long; Didn’t Read;19
5.2.1;Becoming a Digital Leader (See Part I);20
5.2.1.1;Digital Situational Leadership;20
5.2.1.2;Career Success Pyramid;22
5.2.1.3;Evolution of Leadership;23
5.2.1.4;Unnatural Selection;24
5.2.2;Awareness (See Part II);26
5.2.3;Intention (See Part III);28
5.2.3.1;Own: Our Career and Choices;28
5.2.3.2;Understand: What’s Important to Us;29
5.2.3.3;Four Things That Are Important to All Unnatural Leaders;30
5.2.3.4;Define and Set Intentions;30
5.2.4;Attention (See Part IV);31
5.2.4.1;Managing Our State;32
5.2.5;Reflection (See Part V);36
5.2.6;Ignite (See Chapter 20);39
5.2.7;It’s Not Cheating (See Chapter 21);39
5.3;Chapter 3: Becoming a Digital Leader;40
5.3.1;The Four Capacities;41
5.3.1.1;Tactical and Strategic;42
5.3.1.2;Delivery and Culture;42
5.3.2;The Four Modes;43
5.3.2.1;Mode 1 (Bottom-Left): Get Stuff Done;43
5.3.2.2;Mode 2 (Bottom-Right): Futurist;44
5.3.2.3;Mode 3 (Upper-Left): Friend of the Team;44
5.3.2.4;Mode 4 (Upper-Right): Utopian;44
5.3.3;From Technology to People;45
5.3.3.1;Technology;46
5.3.3.2;Process;46
5.3.3.3;People;47
5.3.4;Fork Me!;48
5.3.5;Thought Leadership Path;50
5.3.6;People Leadership Path;52
5.3.7;Deciding Which Path To Take;54
5.3.8;Other Shifts Required for People Leadership Success;56
5.3.8.1;From Personal Success to Team Success;56
5.3.8.2;Finite to Infinite;56
5.3.8.3;From Making the “Right” Decision to Making a Decision;57
5.3.8.4;From Solutions to Problems;57
5.3.8.5;These Leadership Shifts Cause Anxiety;58
5.3.9;Summary;59
5.3.10;Self-Reflection Questions;59
5.4;Chapter 4: Career Success Pyramid;61
5.4.1;Step 1. Own Your Career;62
5.4.2;Step 2. Get a Coach and a Mentor;62
5.4.3;Step 3. Redefine Personal Success;64
5.4.4;Step 4. Failure Happens, It’s How You Respond;65
5.4.5;Step 5. Balance Leadership and Technical;65
5.4.5.1;Leadership Styles;66
5.4.5.2;Size and Type of the Organization;67
5.4.5.3;Passion for Technology;68
5.4.6;Summary;69
5.4.7;Self-Reflection Questions;69
5.5;Chapter 5: The Evolution of Digital Leadership;70
5.5.1;Shift of the CTO Role Over the Last 10 Years;70
5.5.1.1;The Strategic Shift: Digital Enablement;71
5.5.1.2;The Culture Shift: Talent and Process;72
5.5.2;The Future Role of the CTO (or Digital Leader);73
5.5.2.1;Accelerating Pace of Change and Sophistication;74
5.5.2.2;The Move to a Digital Society;76
5.5.2.3;End of the Office Block (and Cities);76
5.5.2.4;Commoditization of Development;77
5.5.2.5;Extreme Competition for Talent (One Last Time);77
5.5.3;Unnatural Leaders: The Evolution of Digital Leadership;78
5.5.3.1;Deeply Understand People;79
5.5.3.2;Digital Organization;80
5.5.3.3;Drive and Integrate Key Technology Trends;80
5.5.4;Unnatural Selection;80
5.5.5;Summary;81
5.5.6;Self-Reflection Questions;81
5.6;Chapter 6: Unnatural Selection: Evolving Faster Than the Pace of Change;82
5.6.1;The Evolution Helix;83
5.6.2;Step 1: Awareness;86
5.6.3;Step 2: Intention;88
5.6.3.1;Personal Intention: Be Passionately Curious;89
5.6.3.2;Team Intention: Move from Performance Management to Growth;90
5.6.3.3;Stakeholder Intention: Build Long-Lasting, Mutually Beneficial Relationships;90
5.6.4;Step 3: Attention;90
5.6.4.1;Attention to Self;91
5.6.4.2;Attention to Team;91
5.6.4.3;Attention to Stakeholders;91
5.6.5;Step 4: Reflection;92
5.6.6;A Growth Mindset;92
5.6.7;Summary;94
5.6.8;Self-Reflection Questions;96
5.6.9;Summary of Part I: Digital Leadership;96
6;Part II: Awareness;98
6.1;Chapter 7: Humans as a Full Stack;100
6.1.1;Frontend;102
6.1.2;API and Microservices Layer;102
6.1.3;Backend;102
6.1.4;Human Frontend;103
6.1.5;Human API and Microservices Layer;103
6.1.5.1;Distortions;104
6.1.5.2;Deletions;104
6.1.5.3;Generalizations;104
6.1.5.4;Meta-Programs;105
6.1.5.5;Human Backend;106
6.1.6;Summary;107
6.1.7;Self-Reflection Questions;107
6.2;Chapter 8: Experts and Achievers;108
6.2.1;Stages of Development;109
6.2.2;Expert Stage;115
6.2.2.1;Experts as Team Members;116
6.2.2.2;Expert Leadership;116
6.2.2.3;Expert Stakeholder Management;117
6.2.2.4;Expert to Achiever Transition;117
6.2.3;Achiever Stage;117
6.2.3.1;Achievers as Team Members;118
6.2.3.2;Achiever Leadership;118
6.2.3.3;Achiever Stakeholder Management;119
6.2.3.4;Achiever to Catalyst Transition;119
6.2.4;Catalyst Stage;119
6.2.4.1;Catalysts as Team Members;119
6.2.4.2;Catalyst Leadership;120
6.2.4.3;Catalyst Stakeholder Management;120
6.2.5;So What Does All This Mean?;120
6.2.6;Assessing Our Stage of Development;123
6.2.7;Accelerating Our Development to Higher Stages;125
6.2.8;Summary;125
6.2.9;Self-Reflection Questions;126
6.3;Chapter 9: Preferences and Patterns;127
6.3.1;Frontend Communication Channel Preferences;127
6.3.1.1;Vr;129
6.3.1.2;Vc;129
6.3.1.3;Ar;129
6.3.1.4;Ac;130
6.3.1.5;Aid;130
6.3.1.6;Ki;130
6.3.2;Meta-Programs Layer;131
6.3.3;How Meta-Programs Are Configured;132
6.3.4;Convincer Meta-Programs;133
6.3.4.1;Relationship Comparison: Matching or Mismatching;134
6.3.4.2;Convincer Representation: Looks, Sounds, Feels, or Makes Sense;134
6.3.4.3;Convincer Demonstration: Number of Times or Length of Time;135
6.3.4.4;Authority Source: Internal or External;135
6.3.5;Meta-Programs for Evolving Faster Than the Pace of Change;135
6.3.5.1;Nature: Static or Process;136
6.3.5.2;Motivation Direction: Toward or Away From;136
6.3.5.3;Scenario Type: Pessimist or Optimist;137
6.3.5.4;Goal Striving: Skeptic-Optimization-Perfectionism;137
6.3.6;Tuning Meta-Programs for Success;137
6.3.6.1;A Meta-Program Tuning Example;139
6.3.6.1.1;Steps 1-3;140
6.3.6.1.2;Step 4;140
6.3.6.1.3;Step 5;140
6.3.6.1.4;Step 6;140
6.3.7;Being an Introvert Is Not an Excuse for Having Poor Social Skills;141
6.3.8;Summary;142
6.3.9;Self-Reflection Questions;143
6.4;Chapter 10: Personality Types;144
6.4.1;The Enneagram;146
6.4.1.1;The Enneagram Symbol;146
6.4.1.2;Type 1: The Reformer;147
6.4.1.3;Type 2: The Helper;148
6.4.1.4;Type 3: The Achiever;149
6.4.1.5;Type 4: The Individualist;150
6.4.1.6;Type 5: The Investigator;150
6.4.1.7;Type 6: The Loyalist;151
6.4.1.8;Type 7: The Enthusiast;152
6.4.1.9;Type 8: The Challenger;152
6.4.1.10;Type 9: The Peacemaker;153
6.4.2;Backend Processing;154
6.4.3;Common Technical Types;156
6.4.4;Which Balance of Types Makes a Great Team?;156
6.4.5;Common Leadership Types;157
6.4.6;Identifying Others’ Types;158
6.4.6.1;The Nine WIIFMs (or Nine Motivations);162
6.4.7;Curiosity Is Key;163
6.4.8;Summary;164
6.4.9;Self-Reflection Questions;164
6.4.10;Summary of Part II: Awareness;165
7;Part III: Intention;166
7.1;Chapter 11: Intention: The Secret to Success;168
7.1.1;What Is Intention and How Does It Make Us Successful?;170
7.1.2;The Clarity Process;172
7.1.2.1;Owning Our Career and Choices;173
7.1.3;Choice;175
7.1.3.1;We Always Have a Choice;175
7.1.4;Four Powers;176
7.1.4.1;Owning Our Internal Thoughts;177
7.1.4.2;Owning Our Internal Feelings;177
7.1.4.3;Owning Our External Actions;180
7.1.4.4;Owning Our External Communications;180
7.1.4.5;Owning Our Four Powers Is Challenging and Empowering;181
7.1.5;Summary;181
7.1.6;Self-Reflection Questions;182
7.2;Chapter 12: Understanding What’s Important;183
7.2.1;The Challenge;184
7.2.2;Extrinsic Motivators;184
7.2.3;Intrinsic Motivators;185
7.2.4;The Midlife Crisis: The Painful Transition from Achiever to Catalyst;186
7.2.5;Human Full Stack;188
7.2.5.1;Backend Motivators: Enneagram Types;189
7.2.5.2;Three Meta-Programs That Impact What Is Important;190
7.2.5.2.1;Quality of Life: Be-Do-Have;191
7.2.5.2.2;Preference: People, Place, Things, Time, Activity, Information, and Systems;192
7.2.5.2.3;Attention: Self or Other;193
7.2.6;The Highest Frame Governs the Game;194
7.2.7;Purpose;195
7.2.8;Make a List;196
7.2.9;What Is Important to All Unnatural Leaders?;196
7.2.9.1;Purpose;197
7.2.9.2;Our Own Personal Growth and Evolution;198
7.2.9.3;The Growth of Our People;198
7.2.9.4;The Growth of Long-Lasting Stakeholder Relationships;198
7.2.10;Configuration of the Unnatural Leaders Full Stack;199
7.2.10.1;An Unnatural Leaders Backend Configuration;199
7.2.10.2;An Unnatural Leaders API Layer Configuration;199
7.2.11;Summary;200
7.2.12;Self-Reflection Questions;201
7.3;Chapter 13: Successful Intentions;202
7.3.1;The Three Intentions of Unnatural Leaders;203
7.3.1.1;Intention 1: Passionately Curious;203
7.3.1.2;Intention 2: From Performance Management to Growth;205
7.3.1.2.1;Caring for People Doesn’t Mean We Are Doormats!;208
7.3.1.2.2;We Can’t Fake It Well!;208
7.3.1.3;Intention 3: Build Long Lasting, Mutually Beneficial Relationships;208
7.3.1.3.1;We Like People Like Us;210
7.3.1.3.2;Frames of Mind;211
7.3.2;Define Your Own Intentions;212
7.3.3;Setting Intentions;213
7.3.4;Summary;215
7.3.5;Self-Reflection Questions;215
7.3.6;Summary of Part III: Intention;216
8;Part IV: Attention;217
8.1;Chapter 14: Attention: Self;220
8.1.1;Choose;221
8.1.1.1;Choosing to Own Our Time;221
8.1.2;Frame;224
8.1.3;Perform;227
8.1.3.1;State Management;228
8.1.3.2;The TEA Model;229
8.1.3.3;Method 1: Changing State by Changing Our Thoughts;231
8.1.3.4;Method 2: Changing State by Changing Our Actions;232
8.1.4;Summary;233
8.1.5;Self-Reflection Questions;234
8.2;Chapter 15: Attention: Team;235
8.2.1;Building a Great Tech Brand;235
8.2.1.1;Innovative and Interesting Products;236
8.2.1.2;Impact on People, Industry, and /or Society;236
8.2.1.3;Commercial Sustainability;237
8.2.1.4;Working with Smart People;237
8.2.1.5;Solving Big and Interesting Problems;237
8.2.1.6;Using Interesting Technology;237
8.2.1.7;Collaborative, Empowering, Contemporary Culture;238
8.2.2;Where Should We Focus Our Attention When Growing Our Teams?;239
8.2.2.1;1. Hiring;239
8.2.2.2;2. Onboarding;239
8.2.2.3;3. Growth and Execution;239
8.2.2.4;4. Exit;239
8.2.3;The Two Phases of Team Attention;240
8.2.3.1;Deep Understanding of the Individual;240
8.2.3.1.1;Establish Effective Communication Patterns;241
8.2.3.1.2;Co-Create Their Profile;242
8.2.3.1.3;Co-Creating a Personal Growth Plan;243
8.2.3.2;Coaching and Support;244
8.2.3.3;Focus on Learning;248
8.2.3.4;The Challenge of Leading and Coaching;250
8.2.4;Summary;251
8.2.5;Self-Reflection Questions;251
8.3;Chapter 16: Attention: Stakeholders;252
8.3.1;Step 1: Identifying Stakeholders;253
8.3.1.1;Stakeholder Relationship Map;253
8.3.1.1.1;Upper-Left Quadrant: Fix;254
8.3.1.1.2;Upper-Right Quadrant: Maintain;255
8.3.1.1.3;Lower-Left Quadrant: Monitor;255
8.3.1.1.4;Lower-Right Quadrant: Leverage;255
8.3.2;Step 2: Understanding the Stakeholder;256
8.3.2.1;Getting Specific;256
8.3.2.2;Never Ask Why?;258
8.3.2.3;Get Clear On What Success Means (To Them!);259
8.3.3;Step 3: Positively Influencing Stakeholders;260
8.3.3.1;Why the Business Needs to Support the Initiative;261
8.3.3.2;How We Plan to Address the Business Need;261
8.3.3.3;What We Require to Execute and Enable the Business;262
8.3.3.4;Gaining Buy-in to Reduce Technical Debt;262
8.3.3.5;When It All Goes Wrong;265
8.3.4;Summary;265
8.3.5;Self-Reflection Questions;266
8.3.6;Summary of Part IV: Attention;266
9;Part V: Reflection;268
9.1;Chapter 17: Reflection;271
9.1.1;Gaining Perspective;272
9.1.2;Levels of Perspective;273
9.1.2.1;Individual and Team;274
9.1.2.2;Teams;274
9.1.2.3;Department, Region, Organization;275
9.1.2.4;Industry;275
9.1.2.5;Technology;275
9.1.2.6;Society and Economy;276
9.1.2.7;Mankind and the Planet;276
9.1.3;The Reflection Framework;276
9.1.4;Embracing Change;277
9.1.5;Evolutionary Belief System;279
9.1.6;Reflection Methods;280
9.1.6.1;Method 1: Journaling;281
9.1.6.2;Method 2: Feedback;281
9.1.6.3;Method 3: Coaching;281
9.1.6.4;Method 4: Mentoring;281
9.1.6.5;Method 5: Meditating;282
9.1.6.6;Method 6: Levels of Perspective;282
9.1.7;Reducing the Learning Delay;282
9.1.8;Reflection Is a Lot like Software Testing;283
9.1.9;Summary;283
9.1.10;Self-Reflection Questions;284
9.2;Chapter 18: Reflection Methods;285
9.2.1;Journaling;286
9.2.1.1;Reflecting and Journaling on Critical Events;287
9.2.1.2;Looking for Patterns;289
9.2.2;Feedback;290
9.2.3;Practices;290
9.2.4;Future Reflection;291
9.2.4.1;Reflecting on the Future of Technology;293
9.2.4.1.1;Reflecting on 3D Printing Technology;293
9.2.4.1.2;The Importance of AI;295
9.2.4.2;Reflecting on the Future of Society;297
9.2.4.2.1;End of the Office Block;297
9.2.4.2.2;Sharing Economy;297
9.2.4.2.3;Smart Homes, Smart (Driverless) Cars, and Smart Cities;298
9.2.4.2.4;Virtual Societies;299
9.2.5;Facilitating Reflection;299
9.2.6;Summary;300
9.2.7;Self-Reflection Questions;301
9.3;Chapter 19: Reflecting Together;302
9.3.1;My Reflections on Writing Evolving Digital Leadership;303
9.3.1.1;Focusing Considerable Time and Energy on One Thing Has an Incredible Amplifying Effect;303
9.3.1.2;State Management Is Critical to Completing a Book;304
9.3.1.3;Early Feedback Has Been Exciting!;304
9.3.1.4;Taking a Lean-Startup Approach and Interviewing 40 Digital Leaders Was Invaluable;304
9.3.1.5;Not Enough People Are Thinking Far Enough Into the Future;304
9.3.1.6;Build, Measure, Learn: Getting Feedback Is Essential;305
9.3.1.7;The Book Writing Process Is Way More Than “Just” Writing;305
9.3.2;Summary of Reflection;305
9.3.2.1;Facilitating Your Reflection on Evolving Digital Leadership;305
9.3.3;Evolving Digital Leadership Self-Reflection Questions;306
10;Chapter 20: Ignite;308
10.1;Ignite;308
10.1.1;Ignite Yourself;309
10.1.2;Ignite Your Teams;309
10.1.3;Ignite Our Community;310
10.2;What If?;311
10.2.1;What If Artificial Intelligence Takes Over?;311
10.2.2;What If We Prepare Our Children for the Digital Future?;313
10.2.3;What If We Genuinely Believed Every Challenge (or Failure) We Faced Was a Gift?;314
11;Chapter 21: It’s Not Cheating;316
11.1;Online Companion Website and Community;316
11.1.1;Visuals;317
11.1.2;Self-Reflection Questions;317
11.1.3;Quotes;317
11.1.4;Feedback;317
12;Index;318